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  Selvledelse i en organisatorisk kontekst
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Ophav

 Ophav:
Gadegaard, Elisabeth Ørsnes1, Forfatter
Mørch, Sven 2, Vejleder
Tilknytninger:
1Institut for Psykologi, Det Samfundsvidenskabelige Fakultet, Københavns Universitet, København, Danmark, diskurs:7012              
2Det Samfundsvidenskabelige Fakultet, Københavns Universitet, København, Danmark, diskurs:7001              
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Indhold

Ukontrollerede emneord: Arbejds- og organisationspsykologi
 Abstract: This thesis investigates the paradox between self management and decentralisation and enhanced centralisation through standardisation and performance management. The thesis answers the following research question: What kind of challenges and conditions do these two opposite tendencies create for self management in modern work?
The modern work life can be described through two main tendencies: Decentralisation/deregulation and centralisation/regulation. The decentralisation can be seen as part of the democratic work processes with the keywords influence and responsibility. The deregulation is characterised by work not being governed by rules and prescriptions as in the bureaucratic organisation thus resulting in working situations without boundaries: Work is no longer regulated in time and space. The centralisation and re-regulation of work can be seen as part of the enhanced global competition and is also central in the neoliberal governance rationality. Even though self leadership is a part of a neoliberal freedom discourse, it is combined with new leading strategies and control systems primarily monitored through IT-systems and HRM governmentality techniques.
The result of the analysis shows that the employee has to navigate and manage between opposing demands. On one side the employee has to be occupied with self realization and being creative and innovative and on the other the employee must lead himself according to performance management, contracts and values. The employee experiences more influence in work, but influence over work is lacking in self managed work. The employee can be responsible for organizational conditions which he has only limited influence on. Finally through self management there is a tendency to place all responsibility only on the employee when the employee cannot manage the work. The focus is removed from organizational conditions. The two opposite tendencies support each other. They both have unlimited growth as the ultimate purpose.
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Filer

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Tilgængelighed:
Offentlig
Mime-type / størrelse:
application/pdf / 726KB
Copyright dato:
2012-06-26
Copyright information:
De fulde rettigheder til dette materiale tilhører forfatteren.
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Basal

Bogmærk denne post: https://diskurs.kb.dk/item/diskurs:31282:2
 Type: Speciale
Alternativ titel: I spændingsfeltet mellem det unikke og det uniforme
Alternativ titel: Self-management in an organizational context
Alternativ titel: The tension between uniqueness and uniformity
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Detaljer

Sprog: Danish - dan
 Datoer: 2012-03-06
 Sider: -
 Publiceringsinfo: København : Københavns Universitet
 Indholdsfortegnelse: Abstract 3
1 Indledning 6
1.1 Problemformulering 8
1.2 Indkredsning af emne og emnets relevans . 8
1.3 Specialets disposition 11
1.4 Kort introduktion til specialets teoretiske ramme . 13
Del 1: Selvledelse – ledelse af et refleksivt selv 14
2 Selvledelsesbegrebet . 14
2.1 Selvledelsesbegrebets opståen. 14
2.2 Begrebsafklaring . 15
2.3 Selvledelsesbegrebets dobbelthed 17
3 Styring gennem det frie valg 18
3.1 Magt-teknologier: Den produktive magt . 18
3.2 Selvteknologier. . 20
3.3 Governmentalitet . 24
3.4 Frihed fra og frihed til . 25
3.5 Med frihed følger ansvar . 26
3.6 Styring gennem frihed – den neoliberale styringsrationalitet . 27
3.7 Sammenfatning 29
4 Fra velfærdsstat til konkurrencestat 30
4.1 De-institutionalisering – den flydende modernitet 30
4.2 Reinstitutionalisering – den ansvarliggjorte autonomisering . 33
4.2.1 Globalisering – overskridelse af grænser 34
4.2.2 Selvansvar i konkurrencestaten . 35
4.2.3 Institutionalisering og standardisering af livsforholdene 36
4.3 Sammenfatning 38
Del 2: Selvledelse mellem modsatrettede styringsrationaler 39
5 Selvledelse mellem deregulering og re-regulering 39
5.1 Webers ideelle bureaukrati 40
5.1.1 Kritik af og forsvar for bureaukratiet 42
5.2 Den post-bureaukratiske organisation 43
5.3 Selvledelse i grænseløse arbejde . 46
5.3.1 Mellem engagement og overengagement 48
5.3.2 At afgrænse og overskride grænser . 49
5.4 Regulering og rebureaukratisering . 50
5.4.1 New Public Management – fra deregulering til re-regulering . 51
6 Kontrol i det selvledede arbejde 53
6.1 Selvledelse under systemkontrol 53
6.1.1 Det materielle som medaktør . 55
6.2 Selvledede teams – kollegial kontrol . 55
6.3 Selvansvar i det selvledede arbejde. 56
6.4 Indflydelse og kontrol i det selvledede arbejde. 59
6.5 Sammenfatning 62
Del 3: Ledelse af selvledelse gennem værdier og ideologi 63
7 Humanisering af arbejdet 63
7.1 Hawthorne effekten 63
7.2 Management af de menneskelige ressourcer – HRM 68
7.2.1 Blød og hård HRM 69
8 Anerkendende ledelse 71
8.1 Bedre sociale verdener 72
8.2 Konsensus i en anerkendende kultur . 74
8.3 Sammenfatning 79
9 Diskussion 80
9.1 Den dobbelte udfordring . 80
10 Konklusion. 84
11 Perspektivering 87
12 Litteraturliste: . 88
 Note: -
 Type: Speciale
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